...……………………………………………………………………………… 14 CASE REVIEW ANALYSIS OF THE DENVER INTERNATIONAL AIRPORT Summary of Findings 3 There has been considerable controversy documented through case study over the inadequacy of project and risk management structure associated with the Boeing Airport Equipment (BAE) automation design technology for a new baggage transport system at the Denver International Airport (DIA). Research background conducted by Kerzner (2011) under Case 23 revealed a documented tenyear history of this complex project with inherent risks. In another case study conducted by Montealegre, Keil, and Robinson (2000), a risk practice methodology was presented through “lessons learned” for improved implementation of the project’s risk management structure. Unfortunately, analogy comparisons for this type of project to incorporate past lessons learned did not exist prior to its inception since its technological innovation was breakthrough in design and concept. The city and DIA staff thought that they would be able to meet project budget and deadline, but in retrospect caused the project to be rushed beyond cost and schedule control due to inadequate risk processes. According to Kerzner (2011, p. 125), “better risk...
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...University of Technology, The Open Polytechnic of New Zealand, and Victoria University of Wellington. Continued development has been made possible by further support from New Zealand’s Ministry of Education and the application of Mellon Foundation funds from the Open Polytechnic’s winning a 2007 Mellon Award for Technology Collaboration. Since July 2007, KineoPacific has worked with CatalystIT to guide the further development of Mahara. A first guiding principle with the development of the Mahara ePortfolio system is that it is learner centred – a form of Personal Learning Environment. This is in contrast to the more institution-centric Learning Management System (LMS). Mahara is a stand-alone system that can be integrated into a wider virtual learning framework. We believe the Learning Management System remains a highly useful application for delivering learning. We also believe the overall environment can be enhanced and complemented by a learner-centred personal learning environment such as Mahara. Pan-institutional learner communities can also be encouraged using Mahara. Mahara’s architecture is inspired by the modular, extensible architecture of Moodle. The Mahara team has also been heavily involved in the Moodle community, with recent work mostly focused on Moodle Networks. Similarly, Mahara systems can be networked together as well having single sign-on from Moodle 1.9 upwards. In a sense, we see Mahara as a ‘sister’ application although the two systems are not required to go...
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...in Instructional Leadership Brother Andrew Gonzales College of Education For the Degree in Master of Education Major in Educational Leadership and Management By: Imelda P. Tabian I.D. # 11293853 Dr. Eric Olivares Professor ONE YEAR DEVELOPMENT PLAN OF PITOGO HIGH SCHOOL S.Y. 2014-2015 I. Introduction and Background Information 1. Historical Development of the School Pitogo High School or otherwise known as PHS has its origins from the vision of the Local Government of Makati City of providing quality education for each of its students. Through the initiative of the city officials headed by then former Mayor Jejomar C. Binay now Vice-President and in collaboration with the Department of Education, both sector worked hand in hand in fulfilling its mission of providing access to education through technologically driven formal, non-formal and other alternative delivery system. The creation of a localized school was initiated by Mayor Binay and it was intended to benefit the citizens of Barangay Pitogo along with its co-barangay catchment areas of South Cembo, Pinagkaisahan, Cembo and Guadalupe Nuevo. Its first year of operation started 2004-2005 with Mrs. Luzviminda L. Bannag as its first administrator in her capacity as Officer-in-Charge. The number of students of PHS on its maiden operation was 918 and a total of 38 Teachers completed the Pitogo High School family. The following year ushered...
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...Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions This page intentionally left blank Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions Edited by Madanmohan Rao AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2005, Elsevier Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (+44) 1865 843830, fax: (+44) 1865 853333, e-mail: permissions@elsevier.com.uk. You may also complete your request on-line via the Elsevier homepage (http://elsevier.com), by selecting “Customer Support” and then “Obtaining Permissions.” Recognizing the importance of preserving what has been written, Elsevier prints its books on acid-free paper whenever possible. Library of Congress Cataloging-in-Publication Data Rao, Madanmohan. KM tools and techniques : practitioners and experts evaluate KM solutions / Madanmohan Rao. p. cm. Includes...
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...Project management From Wikipedia, the free encyclopedia Jump to: navigation, search Business administration | | * Company * Business * Conglomerate | Business organization * Joint-stock company * Limited liability company * State-owned enterprise * Privately held company | Business entity * Cooperative * Sole proprietorship * Partnership * Corporation | Corporate governance * Annual general meeting * Board of directors * Supervisory board * Advisory board | Corporate titles * Chairman * Chief executive officer (CEO) * Chief financial officer (CFO) * Chief information officer (CIO) * Chief human resources officer (CHRO) * Chief business officer (CBO) * Chief technology officer (CTO) | Economy * Commodity * Public economics * Labour economics * Development economics * International economics * Mixed economy * Planned economy * Econometrics * Environmental economics * Open economy * Market economy * Knowledge economy * Microeconomics * Macroeconomics * Economic development * Economic statistics | Corporate law * Commercial law * Constitutional documents * Contract * Corporate crime * Corporate liability * Insolvency law * International trade law * Mergers and acquisitions | Finance * Financial statement * Insurance * Factoring * Cash conversion cycle * Insider dealing * Capital budgeting * Commercial bank * Derivative * Financial statement analysis...
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...management, and is intended to aid agencies in moving towards best practices for this discipline. Each agency should assess their level of competency in project management and use this information to their best advantage. Each project, and possibly phases of very large projects, will consist of six processes: 1. Pre-Initiation 2. Initiating 3. Planning 4. Executing 5. Monitoring & Controlling 6. Closing Integrated within these six processes is information that covers the nine knowledge areas of project management: integration, scope, time, cost, quality, human resources, communications, risk and procurement. All project management deliverable forms and templates referenced within this document are contained within a common collaboration website, which is described in Appendix A. Objective The Enterprise Project Management Methodology guide contains foundational project management...
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...1.0 INTRODUCTION The director of CASSDAV Resources has requested for a report on the effectiveness and limitation of implementing and managing a Project Management Methodology. Project Methodology achieve benefits of business, produce, improve products, services, design and develop systems, and invest in company infrastructure through project activities (Davies & Hobday, 2005; Shenhar & Dvir, 2007). Standardizing these project activities by means of formalized, generic PMMs (Gunnarson, Linde, & Loid, 2000). It improves project performance by means of ensuring successful management, development, and delivery of information technology. Project remains the top priority of most organization (Yardley, 2002; Wysocki, 2007; Standish Group, 2010). Project management methodologies (PPMs) are frequently adopted with the aim of increasing project efficiency and effectiveness, embracing methods of planning, organising, controlling, directing and reporting. It creates structures for responsibility and accountability of project resources. The structure created involves appointing a project manager who carries vital responsibility on the initializing, implementing and management of the project in Cassdav Resources Limited which is in the Information Technology sector to attain its goals. The PMM is a requirement for project planning, including risk assessment, cost estimation, forecasting and economic evaluation. It can fit in any project type, designed and implemented to regulate...
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...The Status of Standards Reform Over the last decade, concern over our global economic status and the role of public education in preparing workers has led to a push for standards reform. Two converging reform strategies have emerged: 1) to create a voluntary system of academic standards (e.g., in math, science, English, civics) for students in kindergarten through twelfth grade, and 2) to create a voluntary system of industry skill standards that specify prerequisite skills for individuals planning to enter certain industries and occupations (e.g., electronics, health care, printing, human services). Standards-driven reform is not without controversy. The notion of national academic standards, synonymous in many minds with federal efforts such as Goals 2000: Educate America Act of 1994, raises concern that local autonomy will be jeopardized. Meanwhile, industry skill standards, when linked to public school curricula, trigger concerns that schools will simply become a training ground to ensure better products and services. The question is not so much whether academic or industry skill standards should exist. They already do -- at state, local, and federal levels. At issue is who should be setting standards, how they should be implemented, how the multiple and diverse standards development efforts should be integrated, and which types of standards will best improve learning and ensure a high-performing workforce. Currently, business and education officials are joining forces...
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...Human Relations http://hum.sagepub.com/ 'Cultural diversity' at work: 'National culture' as a discourse organizing an international project group Ester Barinaga Human Relations 2007 60: 315 DOI: 10.1177/0018726707075883 The online version of this article can be found at: http://hum.sagepub.com/content/60/2/315 Published by: http://www.sagepublications.com On behalf of: The Tavistock Institute Additional services and information for Human Relations can be found at: Email Alerts: http://hum.sagepub.com/cgi/alerts Subscriptions: http://hum.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://hum.sagepub.com/content/60/2/315.refs.html >> Version of Record - Mar 6, 2007 What is This? Downloaded from hum.sagepub.com at Univ of Newcastle upon Tyne on October 26, 2011 Human Relations DOI: 10.1177/0018726707075883 Volume 60(2): 315–340 Copyright © 2007 The Tavistock Institute ® SAGE Publications Los Angeles, London, New Delhi, Singapore www.sagepublications.com ‘Cultural diversity’ at work: ‘National culture’ as a discourse organizing an international project group Ester Barinaga A B S T R AC T Research to date concurs in maintaining that performance of nationally homogeneous workgroups differs if compared to heterogeneous ones. Yet, results are mixed on the relationship between cultural diversity and workgroup outcomes. The article argues that cultural...
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...------------------------------------------------- What is a Project? Learning Objectives After completing this topic, you should be able to * recognize examples of a project * identify the characteristics of a project 1. Project characteristics Projects make up almost half of the work that most organizations do. Organizations use projects to help meet their strategic goals. In terms of strategic goals, projects may help an organization meet changes in market demands, customer requests, or organizational requirements. They may also help an organization make the most of technological advances or meet legal requirements. Select each strategic goal for examples. ------------------------------------------------- Market demands ------------------------------------------------- The goal of a project may be to respond to increases or decreases in market demands. For example, car manufacturers research and design fuel-efficient cars to meet market demands for greener products. ------------------------------------------------- Customer requests ------------------------------------------------- Projects may help organizations satisfy customer requests. A call center may use a project to upgrade its computer systems based on requests for faster response times. ------------------------------------------------- Organizational requirements ------------------------------------------------- Projects can help meet changes in organizational requirements. So a company...
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...Case Studies Engineering Subject Centre Case Studies: Four Mini Case Studies in Entrepreneurship February 2006 Authorship These case studies were commissioned by the Engineering Subject Centre and were written by: · Liz Read, Development Manager for Enterprise and Entrepreneurship (Students) at Coventry University Edited by Engineering Subject Centre staff. Published by The Higher Education Academy Engineering Subject Centre ISBN 9781904804437 © 2006 The Higher Education Academy Engineering Subject Centre Contents Foreword...................................................................................................5 1 Bowzo: a Case Study in Engineering Entrepreneurship ...............6 2 Daniel Platt Limited: A Case Study in Engineering Entrepreneurship .....................................................................................9 3 Hidden Nation: A Case Study in Engineering Entrepreneurship11 4 The Narrow Car Company...............................................................14 Engineering Subject Centre Four Mini Case Studies in Entrepreneurship 3 Foreword The four case studies that follow each have a number of common features. They each illustrate the birth of an idea and show how that idea can be realised into a marketable product. Each case study deals with engineering design and development issues and each highlights the importance of developing sound marketing strategies including market ...
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...controls to stay on the "critical path", that is, to ensure the plan is being managed according to plan. Project management usually follows major phases (with various titles for these phases), including feasibility study, project planning, implementation, evaluation and support/maintenance. (Program planning is usually of a broader scope than project planning, but not always.) Categories of information include Overviews of Project Management Useful Skills -- Team Building and Group Leadership General Resources Related Library Links (including many other types of planning) On-Line Discussion Groups Various Perspectives What is Project Management? Overview and Brief Description of Project Management Aspects Planning a Project The Laws of Project Management Project Planning Project Cycle Management Project Management Productivity Checklist Framework for Managing Process Improvement http://www.mapnp.org/library/plan_dec/project/project.htm (1 of 4) [5/28/2002 5:49:06 PM] Project Management Team Building and Group Leadership...
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...PMBOK Quick Implementation Guide: Standard Introduction, Tips for Successful PMBOK Managed Projects, FAQs, Mapping Responsibilities, Terms and Definitions Notice of Rights: Copyright © Daniel Lawson. All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Notice of Liability: The information in this book is distributed on an “As Is” basis without warranty. While every precaution has been taken in the preparation of the book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it. Trademarks: Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with this book. ITIL® is a Registered Community...
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...Learni M edi and Technol ng, a ogy I SSN :17439884 ( nt 1743Pri ) 9892 ( nlne)J O i ournalhom epage:ht p: / w w . andf i com / oi cj 20 t /w t onlne. l / em Al earni desi f st ng gn or udent -gener ed di t at gi al st oryt lng eli M at hew Kearney t To ci e t s art cl M at hew Kearney ( t hi i e: t 2011)A l ni desi f st ear ng gn or udent gener ed at di t st gial oryt lng,Learni M edi and Technol eli ng, a ogy,36: 1692, 188,D O I : 10. 1080/ 17439884. 2011. 553623 To lnk to thi arti e: ht p:/ doiorg/ 1080/ i s cl t / dx. . 10. 17439884. 2011. 553623 Publshed onlne:14 Apr 2011. i i Subm i your artcl t t s j t i e o hi ournal Ar i e vi s:1332 tcl ew Vi r at ar i es ew el ed tcl Cii ar i es:6 Vi cii ar i es tng tcl ew tng t cl Ful Ter s & Condii l m tons ofaccess and use can be f ound at ht p: / w w .andf i com / i j t /w t onlne. acton/ournalnf m aton?j nal I or i our Code=cj 20 em D ow nl oad by:[ i esex U ni siy] M ddl ver t D at 02 Febr e: uary 2016,At 11: : 17 Learning, Media and Technology Vol. 36, No. 2, June 2011, 169–188 A learning design for student-generated digital storytelling Matthew Kearney* Faculty of Arts and Social Sciences, University of Technology, Sydney, New South Wales, Australia (Received 16 December 2010; accepted 7 January 2011) CJEM_A_553623.sgm Taylor and Francis Downloaded by [Middlesex University] at 11:17 02 February 2016 shirleya@uow...
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...ARTICLE IN PRESS International Journal of Information Management 28 (2008) 433– 437 Contents lists available at ScienceDirect International Journal of Information Management journal homepage: www.elsevier.com/locate/ijinfomgt Case Study A business process-oriented method of KM solution design: A case study of Samsung Electronics Peter Baloh a,Ã, Katharina Uthicke b, Gyewan Moon b a b Faculty of Economics, University of Ljubljana, Ljubljana, Slovenia Kyungpook National University, Daegu, South Korea a r t i c l e in fo Keywords: Knowledge management solution design Organizational design Business process change abstract Improving how knowledge is leveraged in organizations for improved business performance is today considered as a major organizational change. Knowledge management (KM) projects are stigmatized as demanding, fuzzy and complex, with questionable outcomes—more than 70% of them do not deliver what they promised. A case of Samsung Electronics mobile branch we present shows how KM projects can be more successful if they are treated as business process-oriented organizational change projects. Both organizations and academia can stand on the shoulders of giants as previous experience and research in that area is rich. Adding the KM flavor to such organizational change is the goal of this case study; the learning outcomes include a six-step KM solution design method, a justification for the business process level of analysis and managerial...
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